“Boosting Efficiency through Redesigned Decanting: From 36 to 40 UPH”
S – Situation: Our company had implemented a new process called “Full Decanting” under the guidance of a new Operations Manager. The primary objective was to prepare products for our associates in Processing (receiving returns), ensuring they were ready and issue-free to increase the Units Per Hour (UPH). However, after two months of Full Decanting, the expected results were not materializing. Our UPH stood at 36, and there were even a couple of safety near misses.
T – Task: Recognizing the need for change, I took on the task of investigating the situation and identifying the root causes behind the lackluster performance.
A – Action: I initiated a comprehensive action plan:
- Employee Engagement: I began by engaging directly with the associates working on the floor. I conducted interviews and discussions to understand their perspective and gather insights into the challenges they were facing.
- Process Redesign: Armed with feedback from the associates, I identified the need to reduce touches and movements required to complete the Full Decanting process. To validate my ideas, I moved a few workstations and conducted tests to determine the impact on efficiency.
- Implementing Changes: After successful validation, I rolled out a redesigned Full Decanting process. The changes aimed to streamline the workflow, reduce labor hours, and improve overall efficiency and safety.
R – Result: The impact of these actions was substantial:
- Improved UPH: By the end of the first month after implementing the changes, our UPH had increased to 40. This four-unit gain in productivity was a direct result of the streamlined process.
- Safety: With fewer touches and more efficient workflows, safety incidents decreased, creating a safer working environment.
- Sustainable Improvement: This increased UPH was not a one-time achievement. The same efficiency levels were maintained in the following months, showcasing the sustainability of the improvements.
This success story demonstrates the importance of active communication with employees, process optimization, and the ability to swiftly adapt and make necessary changes. By addressing the issues and working closely with the team on the floor, I was able to transform a struggling process into one that significantly improved efficiency and safety. The result was a win-win situation for both the company and its employees.
After implementing the changes in June 18th you can see the department results:
